Selezneva E.V.

Purpose. The study of social orientation and value strategies of civil service executives. The study notes that value orientations, in contrast to life goals and plans, is rigidly tied to the solution of specific life tasks, determine the general line of behavior in a certain sphere of life, thereby providing its sufficiently flexible regulation. Methods. Psychodiagnostic test methods: Schwartz value questionnaire, E. Shane's "career Anchor" technique, Thomas test, as well as the Mann-Whitney test to verify the statistical validity of differences between the compared groups and factor analysis with varymax rotation to identify the latent structure of value and career orientation, as well as trends in interaction. Results. The subjective hierarchy of value and career orientation, as well as trends in interaction is revealed, it is established that there are significant differences in a number of indicators due to the occupied position of the participants. Eight value strategies defining the prosocial or pro-personal vector of activity of the executive are allocated. It is shown that social focus is not predominant in the structure of the general orientation in the personality of the participants. It is concluded that in the value-motivational sphere of the civil service executives, pro-personal value strategies prevail, while the differences in them are due to the position that the study participants occupy in the managerial hierarchy. It is assumed that some of the pro-personal value strategies can serve as a basis for strengthening the pro-social activity of the civil service executives. Scientific novelty. The scientific novelty lies in the comparative study of value strategies of civil service executives, occupying different positions in the managerial hierarchy.

Study of the interrelationship of the effectiveness of managers in civil service and their personal and professional potential. Methods. This article discusses the results of an empirical study of the relationship of the efficiency of the activities of civilian public service managers who are at the highest level of management, and their personal and professional potential. Results. In the structure of personal-professional capacity the authors identified three factors that determine the effectiveness of implementation of management functions: leadership factor, factor of analytical proficiency, skill and teamwork factor. It is shown that the content of the basic component in the structure of personal-professional capacity of managers who are at the highest level of management, constitute the strategic leadership, managerial competence and perseverance and dedication.